Riverside transforms talent management processes and improves employee experience with Oracle

The organisation implemented Oracle HCM Cloud Talent Management as a step towards this realignment. With the implementation of the new system, the organisation was able to standardise performance management processes and technology, increase employee engagement and improve reporting capabilities.
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Office Branch


Official Partner


Years of experience

Customer Profile

Riverside started in 1928 as Liverpool Improved Houses. It had 15 houses in Swan Street, Liverpool, intending to make housing affordable to those most in need. The organisation expanded rapidly in the 1970s in the wake of the 1974 Housing Act, and in 1996, with over 19,000 homes, the association was renamed Riverside Housing Association.
Fast forward to 2021, and Riverside is the leading registered provider of social housing in the UK, with almost 56,000 homes. They have provided affordable housing to people of all ages and circumstances throughout England and have transformed over 90,000 lives. They specialise in social housing, homeownership, veterans’ services, retirement living, and supported housing.

Business Challenge

Rapid growth and an aggressive acquisition strategy resulted in disparate talent management systems and practices across the organisation. The legacy systems were also deeply hindered by their limited functionalities.
As a result, the organisation embarked on an HR transformation initiative to realign the talent function to help drive improved quality, financial, patient experience, and workforce commitment metrics.

PCL’s Implementation Approach

PCL team analysed the talent management function – identifying specific opportunities to enhance talent management processes, Oracle HCM Cloud system capabilities, and a strategy to improve end-user adoption with a targeted change management approach. In addition, the team worked to build a roadmap for a phased approach toward system and process optimisation.
This included:
1. Identification of crucial project success metrics, focusing on improvements in employee engagement, retention of high potential employees, and overall talent management process integration.
2. Assessment of engagement levels in performance management processes within the organisation to develop a targeted change management approach based on the levels of engagement.
3. Train-the-trainer sessions to mentor resources within the talent function to upskill HR on new and existing processes and system functionality, preparing HR to promote and provide guidance on performance management expectations.
4. We collaborated with the client’s internal communications and talent teams to design and execute a detailed communications plan aligned with the change management strategy.
5. The rollout of talent assessment, succession planning and development planning processes and functionality, along with new processes for conducting talent calibration sessions and data tracking.
6. Definition of a governance process to manage ongoing success metrics and track progress on engagement, employee retention and process integration improvements.

Positive Business Outcome

1. Integrated talent management processes: The organisation transitioned to a more holistic talent management approach with each enhancement phase. With the implementation of goal setting, talent assessments, succession and development planning, leadership now has a complete view of the organisation’s talent, including; high-performing talent, high-potential talent and high-risk employees.
2. Enhanced reporting and analytic capabilities: Improved reporting capabilities provide leadership with quality talent data to evaluate organisation adoption to drive targeted change management. System capabilities provide vital metrics to facilitate leadership’s strategic talent decisions.
3. Increase in employee engagement: Employees are more engaged in the performance cycle with a simplified, streamlined approach to the performance process. Managers’ and employee performance conversations have also improved since the process is less transactional and more focused on overall career development.
4. Governance process for ongoing metrics tracking: A standard process for tracking key talent metrics on an ongoing basis was built, allowing continuous progress monitoring.
It’s been a true collaboration and PCL have been an amazing partner. It was a true display of resilience and a superlative example of teamwork to deliver the project as quickly and effectively, despite the many challenges that we faced, esp. due to the pandemic.
– Maxine Cousens
People Director at Riverside
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